Download Supporting People to Choose and Use Technology for Self-Care

The assisted living market in flux
Malt
Salt
CoModal
Most
Implications from EBM projects so far
Keren Down, FAST
Dap Connect
Market demand – b2b/ b2c, health/ social care
Telehealth demand
Demand – stalled or collapsed (PCTs to CCGs).
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Commissioner and staff ‘limited vision’ /‘resistance’ - WSD / change
fatigue (MALT, MOST)
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Pressure to move from provision to commission and towards
personalisation (DAP, MALT)
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Technology demand shift to mobile and mainstream (MOST, MALT)
Pick up ?
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CCGs get established / NHS England develops strategy
(3ML/TECS)
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Drive for digital services creates interest from self-care/ wellness
information hubs (Health and Wellbeing Boards and 3rd sector
(SALT, DAP)
Telecare demand
Local authority mediated demand – level and conservative
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Size: unchanged with small numbers of next generation telecare
services being deployed. (DAP)
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Strong drivers to shift to personalised market places - budgetary
challenges / commissioning to signposting / roll out of personal
budgets for care (DAP, SALT)
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Result: a ‘mixed and mediated market’ – direct provision/ personal
budgets, top up and self funders (SALT, COMODAL, DAP)
Shift in provision: Some outsourcing of previous local authority in-house
telecare provision (COMODAL)
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A latent, not active, consumer demand so no true (unmediated) retail
market to speak of yet (SALT, COMODAL, DAP)
Market demand – b2b/ b2c, health/ social care
?
How the demand side has shaped the supply side
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Characterised by the sale of proprietary technology (SALT, DAP,
COMODAL)
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Dominated by a number of big players (DAP)
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The demand side is resistant to the entry of new players and
favours continuity over innovation (SALT, DAP)
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Statutory commissioning increasingly favours larger companies who
offer clusters of service elements, still closely focused on the
technology offer - ‘managed’ (DAP)
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Personal budgets commissioning - structured on catalogues and
mediated by brokers, has enabled no greater take up of AL (SALT)
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There appears to be little recognition of the supply side roles and
responsibilities played by statutory commissioners (DAP).
Self-funders / the public – what do they want?
Previous optimistic predictions for the retail market - based on the
assumptions of demand ‘pull-through’
COMODAL and DAP:
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Awareness
Information
Customer service
Ease of access
Funding options
Well-designed, reliable technology
A compelling offer (a service not a product)
‘Evolving’ services
Trusted brand
Self-funders / the public – how to sell to them?
DAP’s proposal for a shopping list:
Market access:
Channel agent
CRM
Billing and Logistics
Marketing and sales
Service components:
Hardware/ software
Comms and data management
Content
Installation, maintenance, support
Response
Management:
Aggregation and consolidation
Risks, quality, audit and accreditation
Finances
The business model to sustain the retail market
Flexible, multi-component
solution services (Looking
after Mum, Fit and Well,
Warm and fluffy care, etc!
Expensive, more
complex but
sustainable
Single product / single
service sales
Cheap, simple,
but not
sustainable
Disaggregating/ reconfiguring the supply chain
Taking ‘out’ the NHS or Local
Authority makes clear their hidden
roles and allows new supply chain
configurations adaptable to retail and
statutory (DAP, COMODAL)
So, what’s the problem?
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Technical interoperability ?
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Supply side willingness ?
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Supply chain owners?
Management:
• Aggregation
• Risks, quality, audit
and accreditation
• Finances
Big Brands
• Trusted and credible
• High profile,
mainstream marketing
• NHS, local authorities, large care home providers – statutory, notfor-profit ?
• High street?
DAP, COMODAL
• Brand alignment – technology / care / fitness / retirement?
Evolving proposals on retail ‘ecosystems’
Market demand – b2b/ b2c, health/ social care
?
Readying ‘step up’ services
Tools and guidance from EBM projects:
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Organisational transformation – aligning objectives, expanding the
vision and enabling co-design (SALT, MOST, MALT, DAP
CONNECT)
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Improving evaluation (MOST)
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Providing services with tools to predict cost benefits from service
innovation (MALT)
Externally:
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Building on best practice (3ML/TECS)
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Development of integration standards and integration exemplars
(dallas)
Full project review
Full paper - EBM workshop
event page on _connect
On the FAST home page
www.fastuk.org